Additive manufacturing, or three-dimensional (3D) printing, refers to a layer-based production technology. A product is created through layers that are melted together. The layer-based manufacturing means that new surfaces can be shaped with complex forms created and combined in a single manufacturing process. It leads to components or entire products being printed locally. As a technology, it infers extensive changes for (a) product and production design, (b) supply chain options, and (c) business models. It does so because additive manufacturing opens opportunities not only for new product designs but also for firm operations and offerings. More specifically, additive manufacturing enables advanced organic designs manufactured as one piece, local on-demand printing of spare parts, and the printing of full-scaled prototypes to fit and test with final solutions. Movable parts can be printed as one single product and through one single production process. The local manufacturing reduces the need for transportations and subsuppliers. New business models include firms specializing in additive manufacturing for others, such as fab labs and printing houses. Through these changes, additive manufacturing challenges manufacturers of tools and parts as well as demand for logistics solutions. Customization, higher product precision, and increased sustainability are positive consequences of additive manufacturing. Meanwhile, additive manufacturing raises concerns about who owns the product design and who carries responsibilities for the product. Additive manufacturing affects product and production design, supply chains, and business models, and businesses face several ethical dilemmas regarding this new technology. Examples are provided to illustrate additive manufacturing practices.
Article
Additive Manufacturing Technology
Christina Öberg
Article
Product and Innovation Portfolio Management
Vinícius Chagas Brasil and J.P. Eggers
In competitive strategy, firms manage two primary (non-financial) portfolios—the product portfolio and the innovation portfolio. Portfolio management involves resource allocation to balance the important tradeoff of risk reduction and upside maximization, with important decisions around the evaluation, prioritization and selection of products and innovation projects. These two portfolios are interdependent in ways that create reinforcing dynamics—the innovation portfolio is the array of potential future products, while the product portfolio both informs innovation strategy and provides inputs to future innovation efforts. Additionally, portfolio management processes operate at two levels, which is reflected in the literature's structure. The first is a micro lens which focuses on management frameworks to boost portfolio performance and success through project-level selection tools. This research has its roots in financial portfolio management, relates closely to research on new product development and marketing product management, and explores the effects of portfolio management decisions on other organizational functions (e.g., operations). The second lens is a macro lens on portfolio management research, which considers the portfolio as a whole and integrates key organizational and competitive concepts such as entry timing, portfolio management resource allocation regimes (e.g., real options reasoning), organizational experience, and the culling of products and projects. This literature aims to set portfolio management as higher level organizational decision-making capability that embodies the growth strategy of the organization. The organizational ability to manage both the product and innovation portfolios connects portfolio management to key strategic organizational capabilities, including ambidexterity and dynamic capabilities, and operationalizes strategic flexibility. We therefore view portfolio management as a source of competitive advantage that supports organizational renewal.
